Step-BY-Step Development of Facility Management ServiceS A PrActitioners' Guide On The I3con Service enGineerinG APProAch (Sea)

industralised
integrated
intelligent construction
Guideline
Step-BY-STEP Development
of Facility Management Services
A P r a c t i t i o n e r s ’ G u i d e o n t h e I 3 C o n S e r v i c e E n g i n e e r i n g A pp r o a c h ( SE A )
ben
benefits
Titelbild: Melissa Morey del Castillo unter Verwendung von Copyright © Roman Sakhno - Fotolia
Authors/Editors: Liza Wohlfart
Lesya Bilan
Sven Schimpf
The authors would like to thank the following project partners and experts for their contribution:
Iris Karvonen (VTT), Raul Sanchez Labrador (Dragados), Aurelius Bernet (Perspectix), Frank Wagner, Flavius
Sturm (both Fraunhofer IAO), German Association of Consulting Engineers (Facility Management Group)
Copyright © 2010 I3CON
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Published by: I3CON in collaboration with

University of Stuttgart, IAT (www.iat.uni-stuttgart.de)
Printed by: Fraunhofer IRB publishing house, Nobelstraße 12, 70569 Stuttgart, Germany
Cover © Roman Sakhno – Fotolia: Melissa Morey del Castillo
2 Fraunhofer IAO
Integriertes Innovationsmanagement
Table of Contents
1. Aims and Benefits of this Guide 5
2. Definitions and Scope of this Guide 8
3. How to Use this Guideline – The Five Phases 11

3.1 The Five Phases of the SEA 11
3.2 How to Use the SEA 13
3.3 SEA Design – Modular Toolbox Concept 15
3.4 Practical Application Examples 16
4. Phase 1: Identification of Service Potentials 19

4.1 Describe Building Functionalities and User Types 19
4.2 Summarise Existing Services 20
4.3 Analyse Service Trends 21
4.4 Identify Service Opportunities 24
5. Phase 2: Generation and Evaluation of Service

Ideas 26
5.1 Generate and Collect Service Ideas 26
5.2 Evaluate Service Ideas 30
5.3 Assess Competences 31
6. Phase 3: Definition of Service Modules and

Default Combinations 34
6.1 Define Service Modules 34
6.2 Create Default Module Combinations 39
6.3 Specify Service Processes and Resources 43
6.4 Elaborate Marketing Concept 45
7. Phase 4: Configuration of Customer-Specific

Solutions 47
7.1 Customise Service Solution 47
7.2 Collect Configuration Feedback 53
8. Phase 5: Services Operation and Assessment 54

8.1 Operate Services 54
8.2 Collect Service Operation Feedback 55
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Step-by-step Development of Facility Management Services
9. Summary and Tools Overview 57
10. Outlook and Further Developments 60
11. Literature 62
4
Aims and Benefits of this Guide
1. Aims and Benefits of this Guide
The development of the construction industry from a traditional crafting

industry towards a service-based industry requires a more structured and
effective process of developing and designing services. This trend, as well as a
growing number of competitors, increased market saturation, deregulation
and multiplication of successful service concepts (comp. Fähnrich and Meiren
2007), make the service markets in the construction industry more dynamic,
and increase the pressure on the participating services providers. In addition,
facility management (FM) services need to consider an increasing variety of
user groups. In the future, the structure of tenants’ households, for example,
will vary even more than today, resulting in more diverse service needs for
residential buildings (see figure 1 below). The same is true for office buildings,
considering the increasing flexibility of people’s work schedules and the
blurring of the boundaries between work and private life.
2000: Multi-Families 3-generation families 2010: Patchwork Society Extended

Extended families
Couples with 5+ 4-generation
families Couples with 5+
2 children families
2 children
4
Couples with 1 child Patchwork 4 Patchwork
families 4 families
Couples with 1 child 4
3 3-generation families
Single parents with 1 child
3
Remaining families Single parents Single parents 3
3 Single parents
Childless couples with 2 children with 1 child
2 with 2 children
2 2
2 Remaining families
Nomadic Childless couples
households Single 2
Homosexual couples 2 Homosexual couples
seniors 1
1 Nomadic
Single 1
1 households
seniors 1
Singles
Singles
Figure 1: Households in 2000 versus 2010 (Zukunftsinstitut 2003)
The provision of the right services to a customer is therefore a crucial yet chall-
enging task. It requires a structured service development process which con-
siders (and continuously adapts to) key user needs. And it should be as inte-
grated as possible, since customers increasingly ask for facility managers as
central contact points to coordinate the different services of a building, which
are provided by different sub-contractors. This may be the internal facility
management team of a company, but it could also be a general contractor
who provides services along with the building, or a consultant team that sup-
ports the building definition, production and use phase.
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The aim of this guide is to provide FM teams with an easy-to-use guide on

how to:
– develop suitable service portfolios for different user groups

– identify suitable service combinations for one specific customer
– collect crucial feedback during the service selection and provision phase
The guide starts with a brief definition of underlying terms (chapter two) to
then present the five phases of the approach (chapter three). The following
five chapters each explain one of the phases in detail. A summary and an
outlook complete the document.
The approach presented in this guide is called the I3CON Service Engineering
Approach (SEA). It has been developed and validated within an EU co-funded
research project1 (called I3CON) and integrates »Service Engineering« and
»Mass-Customisation« elements into a process which is aimed at the struc-
tured development of modular service portfolios.
Service Engineering is a concept for the step-by-step development of services,

based on Product Engineering concepts. There are already a number of Service
Engineering Guidelines on the market (see for example Bullinger et al. 2003),
but very few of them focus on the construction sector. An excellent example,
available in German only, however, is the Guideline of the National Association
of German Building Companies (GdW, Bundesverband deutscher Wohnung-
sunternehmen): Leitfaden »Innovative Dienstleistungen rund um das Wohnen
professionell entwickeln« (GdW 2004).
»The housing industry already applies approaches on how to develop

services in a systematic, method-based fashion, by means of tenant
surveys, company-internal workshops or working groups, for example.
However, they still lack concrete processes and procedures for the
development of services, as they are traditionally used in product devel-
opment or software engineering for instance.« (Hohm et al 2004)
The key benefit of the service engineering aspect is to enable the structured
pre-planning of services. Today, decisions as to requisite facility management
services are often made intuitively, without a thorough analysis of what is
really needed and how it is needed. And most decisions are made much too
late, i.e. when the building’s planning has already been finalised or the
building has even been constructed. A fast and early decision-making process
with regard to the service support required is, however, crucial to ensure that
both the building and the services perfectly fit the lifecycle costs and the users’
comfort.
1 I3CON – Industrialised, Integrated, Intelligent Construction. European research project funded by the European Commission
within the Sixth Framework Programme (FP6). More information on http://www.i3con.org
6
Aims and Benefits of this Guide
However, simply providing a wide variety of different services for all possible
user groups is not the way forward. Customers are often overwhelmed if they
are given too many options to choose from. And an excessively large portfolio
will cause costs for the service provider to skyrocket. Mass-customisation has
helped various industries to dramatically reduce the costs of their product
portfolio, despite their customer-specific personalisation. Extensive literature is
available for product mass-customisation (see for example Piller 2008), but
only few sources mention the mass-customisation of services. Bringing this
concept to the facility management domain is, however, a suitable step not
only to increase customer-friendliness but also to ensure greater cost-effi-
ciency in this domain.
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2. Definitions and Scope of this Guide
As in many other disciplines, the terms used in the context of this guideline are
not self-explanatory and have different meanings when used by different
people. Therefore, this chapter aims to explain the most important definitions
used in this guideline in order to create a common understanding and define a
common starting point.
Definition: (Facility Management) Services
»Services« are, in the context of this guide, understood as Facility

Management (FM) services performed by a supplier during the use phase
of a building (blue box in figure 2). They include two main categories:
– Building-related services, such as maintenance, cleaning and repair.

– User-related services, such as catering, childcare and energy use con-
sulting.
Core services, i.e. obligatory services closely related to a building/

apartment (core product), such as renting and building management, also
are part of facility management services (Hohm 2004), but are not dis-
cussed within the scope of this document.
The definition of services used in this guideline is in line with the rather broad
definition of facility management (FM) provided by the International Facility
Management Association IFMA (www.ifma.org), which describes FM as »a
profession that encompasses multiple disciplines to ensure functionality of the
built environment by integrating people, place, process and technology.«
However, it excludes the technical systems of a building included in IFMA’s
concept.
Facility management mainly applies to the use phase of a building (see figure
below), although it should already be considered during the definition and
production phase in order to ensure optimum lifecycle costs and user comfort
(see previous and next chapter). These two phases are therefore included in
the SEA concept. The final phase of the building lifecycle – destruction – and
its services are not considered in the I3CON SEA.
8
Definitions and Scope of this Guide
Figure 2: The I3CON

Building Lifecycle Phases
SEA – Consideration
of FM services in the
early stages of a Definition Production Destruction
building lifecycle Use phase
phase phase phase
Facility Management (FM)
Co-Planning of FM services along with the building
Definition: Building Phases
In this document, the key construction phases of a building are defined as

follows:
– Definition phase, i.e. building planning and design.

– Production phase, i.e. actual construction of the building.
– Use phase, i.e. active usage by habitants.
– Destruction phase, i.e. building demolition or re-design.
This guide is directed at facility managers (FM) responsible for the devel-
opment and coordination of services for a specific group of users. Facility man-
agers must not necessarily be service providers themselves, which is why the
two terms need to be clearly distinguished.
Definition: Facility Manager, Service Provider
For the SEA, it is important that customers have one key contact point
that is responsible for the coordination of all the services provided. In this
guide, this contact point is called the »Facility Manager«, in contrast to
the »Service Provider«. Facility managers develop and coordinate the
service portfolio for their customers (on the basis of the SEA). Facility man-
agers could, for example, be the FM team of a general contractor who
offers services along with the buildings. Or it could be the FM team of a
private or public company that handles all the services of the building.
A »Service Provider«, in contrast, is the person or business entity who

actually provides the service, i.e. security services, cleaning services, etc.
This could be the facility managers (if they provide the services themselves),
but it could also be other companies sub-contracted by the facility man-
agers. In each SEA process, there should thus be only one team of facility
managers responsible for the development and coordination of the service
portfolio, while there may be several service providers contributing to it.
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I3CON
Another term recurring in this document is the notion of »service engin-

eering«, i.e. the structured process of developing or adapting service con-
cepts. The term was coined by Fraunhofer IAO and relates to the field of
product engineering, where a flexible step-by-step procedure is typically fol-
lowed.
Definition: Service Engineering and Mass-Customisation
Service Engineering in the context of this guideline is defined as a struc-

tured process which includes separate development phases and considers,
for each phase, the most suitable tools for the development of new ser-
vices and the adaptation of existing services.
Mass-Customisation means the creation of a modular service portfolio for

different user groups, so that services can be easily customised for a spe-
cific user within certain confines.
10
How to Use this Guideline – The Five Phases
3. How to Use this Guideline – The Five Phases
The provision of facility management services ranges from direct supply, co-
operation strategies and user involvement strategies to independent
supply by an external service provider. The target group of this guideline
constitutes everyone interested in the development of service portfolios which
are dedicated to specific user groups. For example, this could be facility man-
agers working for:
– General contractors who offer services along with their buildings, alone
or with a group of suppliers;
– Private companies responsible for planning and providing/coordinating
the various services needed in the different buildings owned by the
company;
– Public institutions responsible for planning and providing/coordinating
the various services needed, for example, in the different buildings owned
by the city;
– Consultants responsible for supporting building planners in identifying
services needed and, where applicable, also coordinating such services
once the building is used.
All of these potential stakeholders can benefit from the five-phase-approach

presented in this document, while making slight changes to the approach to
tailor it to their specific needs.
3.1 The Five Phases of the SEA
The I3CON Service Engineering Approach for Facility Management includes

five phases which first aim at developing a modular service portfolio and then
customise this portfolio to suit user needs. Piller and Stotko (2003) provide dif-
ferent examples for this process, including Levi Strauss’ Original Spin Program
offering jeans customised to the individual size and colour preferences of a
customer. The first phases of the process focused on the definition of the
service portfolio, which included both defining the number of available
options (such as a total of 4224 different sizes) and preparing the underlying
processes, such as the flexible, on-demand production processes at Levi
Strauss’ factories and the courier services to ensure the fast delivery of the
final product to the clients’ homes. The final phases of the process concen-
trated on the configuration of customer-specific jeans (size, colour, cloth pref-
erences), done with a specific software used by the shop owners.
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I3CON
In the SEA process, the first three phases focus on the development of a
service portfolio, while the last two address the service configuration and
provision (see the figure below).
Development of Service Portfolio Provision of Customer-specific Services

Generation and Development of Configuration of Services
Identification of
Evaluation of Service Modules Customer-Specific Operation
Service Potentials
Service Ideas and Default Combin. Solutions and Assessment
Figure 3: The I3CON Service Engineering Approach (SEA) for facility management
Phase one focuses on service opportunities for the building functionalities

and user types to be addressed (chapter four): What kinds of users will make
use of the building? If office workers, for example, only use their work spaces
part of the time due to intense travel schedules, support for this on-off usage
of the premises could be useful (e.g. plant watering and flexible catering). A
public organisation with a high number of parents on its staff could find that
this specific group of employees should be supported in an optimum way (e.g.
childcare facilities).
Phase two then looks at concrete service ideas and examines their potential
and feasibility (chapter five): What kinds of services are really needed? Does a
public organisation with a high percentage of parents really need childcare
facilities or would flexible work schemes be more appropriate? Or should both
be offered? Phase two ends with a decision on what is needed and who could
provide these services (direct supply, sub-contractor, etc.).
Phase three (chapter six) starts with the resulting list of new services, which
are now detailed into single service modules and suitable default combi-
nations. How should childcare be provided? Only up to noon or also in the
afternoon? This step ends with the final service portfolio to be offered. All
necessary processes will have been defined, resources made available and (if
necessary) sub-contractors sourced.
Phase four: The provision of the services starts with the customer-specific
selection of the services (chapter seven). A customer now selects the services
he/she is interested in for a specific building. A university with a high per-
centage of parents could, for example, decide that they want to offer morning
childcare every day and full-day care twice a week to their employees. Some
services could be mandatory, so that an advertising agency, for example, could
decide that plant watering will be a standard service for all of their part-time
office users. In this phase, the service provider will discuss optimum choices
with the customer and will analyse the final choices to further improve the
portfolio offered.
12
Phase five, the last phase, is the actual operation of the services (chapter
eight). At this point, the service provider’s task is not only to run the services,
but also to gauge the users’ level of satisfaction with the services provided.
3.2 How to Use the SEA
The overall idea behind the approach is to first create a modular service port-
folio which is then used as a good basis for making swift decisions on the
optimum range of services for a specific building (and its users). Thus, the
main focus group of the guideline constitutes facility managers (general con-
tractors, private companies, public institutions, consultants) who are inter-
ested in deciding on a flexible set of service types and forms for the range of
buildings they manage. The set of services then allows them to make efficient
decisions as to what exactly is needed (and is feasible) for any new building.
Building Functionalities & User Types to be Addressed
Service Phases
Development of Service Portfolio Provision of Customer-specific Services
Generation and Definition of Configuration of
Identification of Services Operation
Evaluation of Service Modules Customer-Specific
Service Potentials and Assessment
Service Ideas and Default Combin. Solutions
Feedback to Portfolio Development
Building Phases
Definition Production and

Phase Use Phase
Figure 4: SEA as support for optimum co-planning of buildings and services
A construction company interested in offering optimum services along with

their buildings could, for example, do so by having a good consulting basis
right from the start which incorporates knowledge of the building as well as
the services to be offered with the building. A university’s facility team that
serves different campus buildings could do so by ensuring they have a good
range of services for all of their user types – students and faculty staff,
national and international people, singles and families. The major advantage
afforded by doing an upfront analysis of possible needs is that this helps a
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I3CON
company consider future services much more quickly when a new building is
being planned. This will help ensure true co-planning of both elements: the
building and the services2.
The definition, production and use of a building in the SEA thus start in phase
four (see figure above). As explained above, the best way to ensure an
optimum fit between the building and services is to start with the service con-
figuration during the building definition phase, as not only the building design
will have an impact on the services (a certain carpet may need specific
cleaning), but some of the services may also have an impact on the building
design (security services could necessitate cameras, childcare could need spe-
cific facilities etc.). The configuration can, however, also be done for an
existing building already in use.
In addition, parts of the first three steps can be addressed again when confi-
guring customer-specific solutions. It could be helpful to do so if it proves dif-
ficult to decide on the right service combination for a specific customer as the
customer is unsure of what is really needed. Facility managers with an existing
service portfolio could re-use the first three steps of the SEA to improve their
portfolio according to feedback results of phases four and five, or in situations
of ad-hoc adaptation needs (if, for example, a new user type arises).
As shown so far, the SEA basically is a concept for designing mass-custom-

isable services for a range of buildings. This guide can, however, also be used
by people planning the service portfolio for just one specific building and user
group. The SEA can then be followed in the same sequence, starting from the
first phase. The only aspect to be changed is that phase three will then just
focus on setting up the one service portfolio needed (instead of the variations
to be offered); phase four will just focus on identifying the right suppliers (if
needed) and agreeing contracts (service level agreements).
A group of consultants contacted during the validation phase of the SEA said
that some buildings are planned by the future owner (who could be an
investor) without any knowledge of the final customer they will sell or rent the
building to (which could be a company needing office space). Such customer-
independent building definition and production often results in vacant
buildings and should therefore be avoided or should at least be done with a
clear picture of potential customers in mind – again a step that can be sup-
ported by the SEA.
2 When using the SEA for existing buildings, the co-planning advantages cannot be leveraged but the approach will still help to do
a good analysis of service needs.
14
3.3 SEA Design – Modular Toolbox Concept
Before going into the single phases of the SEA, let us first quickly examine
how its five phases have been designed. Each phase consists of several steps.
The steps included in a phase should all be considered before proceeding to
the next phase. This can be just a check (if the information required is already
available) or a concrete task to be worked on (if information is missing). The
first phase (identification of service opportunities), for example, includes the
description of the building functionalities and user types, the summary of
existing services and the analysis of service trends. All phases and the steps
they involve are illustrated in the figure below.
Development of Service Portfolio Provision of Customer-Specific Services
Generation and Definition of Configuration of Services

Identification of
Evaluation of Service Modules Customer-Specific Operation
Service Potentials
Service Ideas and Default Combin. Solutions and Assessment
Describe Generate Customise

Define Operate
building funct. and collect service
service modules services
& user types service Ideas solution
Summarise Create Collect Collect

Evaluate
existing services default configuration service operation
service ideas
(if any) combinations feedback feedback
Specify
Analyse Assess
service processes
service trends competences
& resources
Identify Elaborate
service marketing
opportunities concept
Figure 5: SEA phases and steps
To assist users in working on single step, the SEA includes a toolbox proposing
suitable tools for each of the steps. The toolbox has a modular structure so
that users select the most appropriate tool for their current needs in some of
the steps.
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I3CON
Development of Service Portfolio Provision of Customer-Specific Services

Generation and Definition of Configuration of FM Services
Identification of
Evaluation of FM Service Modules Customer-Specific Operation
Service Potentials
FM Service Ideas and Default Combin. Solutions and Assessment
Service Ideas Service Modules
Customer
Line of external interaction
Service personnel +
Default
Customer
Ideas Evaluation
activity cycle
Combinations
customer
Line of visibility
Service personnel
Service
Assessment of
Processes &
Competences Line of internal interaction
Resources
Support processes
Marketing
concept
Figure 6: SEA’s modular toolbox
3.4 Practical Application Examples
Practical applications examples can help to get a better understanding of the

overall SEA concept and the ways it can be used. This chapter therefore
presents three application examples, two fictitious and one real, which were
elaborated in order to test and validate the approach. The three examples
include an office building, a university campus building and a social housing
project. The following gives an overview of the three user types and explains
how they could use the SEA to optimise their FM services (this is how they
were used in the approach’s validation). The examples will re-appear
throughout this guide as illustrative support.
16
Application Example 1: Office building
The baseline for the first (fictitious) example is

an office building planned by a main con-
tractor for a specific customer. The customer
is a large advertising agency which plans to
use the building for 250 employees. One of
the major targets is ensuring optimum life-
cycle costs. The advertising agency will later
hire the building along with the services from
the main contractor.
Image © JohanKalen – Fotolia.com
SEA application: This application example starts with the configuration

of a customer-specific set of services (phase four). The general contractor’s
service portfolio already exists. The contractor helps the agency to identify
their optimum service mix for a new building.
Application Example 2:
University campus
The second (fictitious) example considers a

University of Applied Sciences. All buildings
on the campus belong to the university itself
which has its own facility management
organisation that purchases most of the ser-
vices needed. It works together with a small
number of suppliers in the framework of long-
term business relationships. The university
campus consists of 11 buildings (with a total
of 100,000 gfa) on 130,000 m2. The buildings
are used by 17,000 students and more than
1,700 employees as offices, classrooms, sport,
accommodations etc. The university wants to
improve the quality of its education services
(and its ranking) by attracting more inter- Image © Franz Pfluegl – Fotolia.com
national high-profile lecturers.
SEA application: The university campus application example uses the

SEA to check the fit of its service portfolio for a specific user group (inter-
national lecturers). The example accordingly focuses on the first three
phases of the SEA.
17
I3CON
Application Example 3: Social housing
The third application example is based on a

real building, the social housing project
Margaritas nº 52. Margaritas is specifically
dedicated to young people in Madrid. The
building is owned by the city of Madrid, while
the facility management is the responsibility Image © EMVS
of EMVS (Empresa Municipal de la Vivienda y
Suelo de Madrid), the city’s housing company.
The FM services coordinated by EMVS include different core, building and user
services (rental, maintenance, car park, etc.); service provision is carried out by
private service providers.
Tenants included young singles, couples and small families; the rental period is
restricted to five years. There are some facilities that can be used by all
tenants, such as a common laundry. The building has a car park which is hired
out to external people or the tenants themselves.
SEA application: In the SEA validation, it was assumed that EMVS

already cares for several public buildings, but not yet for one dedicated to
young tenants. In this application example, the company therefore uses
the approach to develop some specific services for this user group. Again,
the main phases of the SEA considered are the first three ones.
18
Phase 1: Identification of Service Potentials
4. Phase 1: Identification of Service Potentials
The objective of the initial phase of the service engineering process – »Identifi-
cation of Service Potentials« – is to perform a detailed analysis of the current
state and future development of the contextual situation that enables the
provision of services in the construction industry.
To reach this objective, this process phase involves the activities of describing
the building functionalities and user types, summarising existing services, ana-
lysing service trends and finally identifying service opportunities. These activ-
ities are described in detail in the following paragraphs.
4.1 Describe Building Functionalities and User Types
The development/adaptation of a flexible service portfolio starts with a

detailed description of the building functionalities and user types to be
addressed, based on last year’s projects and future expectations. The
description can be structured in a conventional list of relevant characteristics
within different categories. Building functionalities could, for example, be
defined according to the typical projects:
– Project type one: Small office buildings, about 10 projects a year.

– Project type two: Large office buildings, about 5 projects a year.
– Project type three: Large buildings of mixed functionality (offices and
shops), about 3 projects a year.
The main user groups for each building should be defined in the next step.
This may, for example, include employees if office functionalities are con-
sidered, but also other people using the building, such as external visitors.
Employees could be full-time, part-time and freelance workers.
Users can be defined using a traditional Market Segmentation exercise.

Examples for information that could be added are given in the table below.
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I3CON
Table 1: User segmentation

User segmentation Demographic – Age
– Gender
– Family status
Socioeconomic – Income
– Education
– Occupation
– Social status
Geographic – Country
– Region
– City
Psychographic – Attitude
– Ethical values
– Interests
– Lifestyle
Getting a good understanding of the buildings and users to be addressed by

the service portfolio is of utmost importance and a lot of care should go into
this step. All other steps of the SEA approach will depend on the integrity of
the information gathered here.
4.2 Summarise Existing Services
The next step involves compiling a list of the services already offered. Again,
this may be connected to the building functionalities and user types (which
services are offered for which buildings and which users). Additional
information to be added could, at this point, include contribution margins of
the different services.
An initial summary of the existing services could be made by means of a

service four-by-four portfolio (similar to that used in financial management),
showing building functionalities and user types on the two axes of the port-
folio and service types as bubbles within the matrix (their size could be
associated with service margins).
Another useful tool in this step is a Service Portfolio Table. This tool provides
relatively detailed information and could therefore be used to complement the
service portfolios. An example of a portfolio service table for an apartment
building in which services are classified according to service area, service type,
user affinity to the object and settlement type is shown in the following table.
20
3 2: Example
Table Service Service area Service Affinity to Settlement
of a service portfolio type building type
table
(see GdW 2004)
Social care and qualification
Neighbours and community
User pays a portion of costs

Paid completely by the user
Recreation and adventure
Housekeeping and repair

Healthcare and nursing
Accomplishment
Free of charge
Consulting
Provision
Security
Middle
High
ICT3
Low
Social services for the tenant x x x x
Occupational projects x x x x x
Common rooms x x x x x
Sport for young persons x x x x x
Sentry x x x x
Caretaker x x x x
Tenants concert x x x x x
Guest accommodation x x x x
Adaptation of living space x x x x
Leisure for seniors x x x x x
Internet stations x x x x
The service portfolio table is a descriptive structured representation of all the

services supplied by the provider. It helps to identify overlaps and gaps in the
service provision portfolio, i.e. potential opportunities for the improvement of
existing services or the development of new ones.
4.3 Analyse Service Trends
Another important prerequisite for efficient service development is the identi-

fication of relevant trends in the context of the provision of service. This
usually includes trends in the areas of technologies, customers, suppliers, com-
petitors, politics or legislation, economy, environment and society. Using the
metaphor of a radar system, these areas can be visualised in different sectors
of a Trend Radar (see figure 7).
The services are placed as points within the different radar fields in this tool.
Their distance from the centre of the radar system corresponds to the present
relevance to the services offered: The services closest to the centre are those
that are very important today, while those close to the outer circle are
expected to gain in significance in the years to come.
3 Information and Communication Technologies
21
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Figure 7: Sample 10 years

trend radar template Technologies Society
5 years
Customers Environment
Suppliers Economy
Politics,
Competitors Legislation
A major source of information for the creation of trend radar is the collection
and analysis of market surveys and studies, as they provide relatively high-
quality information on trends related to specific sectors or activities. Drawing
on readily available information sources can considerably reduce the time and
effort needed to create the trend radar.
One of the major benefits of creating a trend radar is the exchange of

information and discussion of trends and their relevance for service provision
in a specific case. In most cases, the majority of relevant information is already
available within the service-providing company, but generally no capacity and
no resources are generally available to share and discuss it in the everyday
workflow.
22
Application of the Trend Radar

in Example 2 »University Campus«
To identify short- and long-term trends in the context

of university campus services, the trend radar tool was
used to categorise and share major trends. The cat-
egories applied include society, users, competitors, the
branch of activity (higher education sector), politics and
technology. The inner circle refers to a time span of 5
years and is dedicated to short-term trends, the outer
circle is dedicated to long-term trends with a time span
of up to 10 years.
Input for the radar could come from available market

studies and interviews with experts, both internal (uni-
versity staff) and external (research institutes). The
radar itself can be created on a flipchart during a core
group workshop (figure on the right). Sample results of
the tool test are summarised in the table below. Figure 8: Trend Radar application
(workshop result)
Table 3: Identified Trend Areas Short-term: 0–5 years Long-term: 5–10 years
trends (summary Users – Increasing number of students with – Increasing number of international
of the trend radar) families and children. students.
– Increasing diversity in age groups
among students (increasing age
gap).
Competitors – Good information services. – Increasing family support (e.g. better
– Constantly improving search help. childcare facilities, etc.).
Higher education – Distance education gains popularity
sector – Increasing number of women in aca-
demic and scientific positions
Society – Web 2.0 application. – Elimination of necessity to travel.
Service providers – High fluctuation on market (due to
the increased competitive pressure).
Technology – Everyone owes his or her own – Increasing spread and use of mobile
laptop. communication and information
– Increasing use of different mobile devices.
devices. – Increased use of portals (improving
online support).
Location – Increasing number of cooperation – Improving infrastructure (e.g. better
offers from different providers. availability for public transport,
offers of car sharing).
Politics and – Focus on families (greater support
legislation for families).
23
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4.4 Identify Service Opportunities
At the end of phase one of the SEA, the information collected has to be ana-
lysed and evaluated to identify suitable service opportunities. A convenient
method to do so is the
SWOT Analysis. This method helps to assess internal and external factors
according to four main categories:
– Facility Manager’s Strengths (for example: good knowledge of future

office trends).
– Facility Manager’s Weaknesses (few years of experience with service
provision).
– External Opportunities (such as a high demand for, but lack of, certain
services).
– External Threats (such as low-cost competitors entering the market).
A SWOT template containing sample data is provided in the figure below. In

the first step, internal and external factors are placed within the corresponding
fields of a SWOT matrix (i.e. the grey top and left fields in the figure below).
Input should come from the preceding steps as well as other sources of
information (customer surveys, etc.). The service opportunities are subse-
quently examined by means of a thorough cross-field analysis: Which
strengths could be harnessed to make optimum use of the opportunities?
Which threats could they help to solve? How could opportunities help to
tackle current weaknesses? The resulting opportunities are placed within the
corresponding fields of the matrix (the white fields in the figure below).
Figure 9: Sample External factors

SWOT analysis Opportunities Threats
– Current customers highly – Increasing competitiveness
content with services. on service markets.
– Good relationship with – Lack of information on users’
current service providers. interest in new services.
– Lack of local services for
small offices.
Strengths Apply Strengths to Leverage Apply Strengths to Reduce
– Profound experience in Opportunities Threats
service integration. – Develop specific services for – Conduct market survey on
– High awareness of customer small offices. users’ service needs.
Internal factors
needs.
– Sufficient resources to
implement new solutions.
Weaknesses Minimise Weaknesses to Reduce Weaknesses to Avoid
– No obvious Unique Selling Seize Opportunities Risks
Point (USP). – Develop new marketing – Structure the service portfolio
– Service portfolio very diverse channels and concentrate on the most
and not well structured. – Provide suitable marketing important customer needs.
material on provider’s USP.
24
The SWOT analysis should be done in a core team workshop (to enable brain-
storming based on multiple perspectives). The outcome of the SWOT should
not primarily be concrete service ideas (although they may be noted), but
areas where new services could be useful (as well as general points for
improvement). A university FM team could, for example, find that they need
to provide better information services to their external students and lecturers.
A company’s facility managers could find that the part-time working parents
on their staff need better support to balance work and childcare.
25
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5. Phase 2: Generation and Evaluation of Service Ideas
Phase one ended with a list of areas where new services could be needed.
Phase two takes a close look at these areas to generate concrete ideas for new
service concepts. The university team could find that some kind of online
welcome package with a city map, an intro to the campus facility and
addresses of all important campus contact points could be needed. The com-
pany’s facility managers could find that home office arrangements and more
flexible catering would provide good benefits. Phase two will result in a
decision on future services to be provided. It includes collecting and evaluating
service ideas and deciding on who will provide the services.
5.1 Generate and Collect Service Ideas
The first activity in this phase is the generation and collection of service ideas.
Some ideas for new service concepts may already be available (or easy to get),
for example as the result of customer surveys, competitors’ analyses or other
market research activities. An internal brainstorming on the core strengths of
the facility management team itself, as performed in the SWOT analysis in the
last chapter, may also have identified initial valuable concepts. New ideas can
be generated using one of the many idea generation methods available, such
as Mind Mapping, the Gallery Method or the 6–3–5 Method4.
Another interesting concept is the Lotus Blossom. It was developed by Mat-

sumura Yasuo, a Japanese researcher at Clover Management Research. Its
name is derived from the lotus flower, whose petals resemble the structure of
the method (Higgins and Wiese 1996). The Lotus Blossom starts with finding
eight potential service types for one service area. Support for international stu-
dents (university campus application example) could, for example, be provided
in the form of a welcome package (see above), but also by means of a faculty
mentoring concept or peer-to-peer coaching from regional students. In the
Lotus Blossom template (see figure 10), the service area is placed in the field in
the middle (yellow box); the eight service ideas are placed in the eight sur-
rounding fields (blue boxes). Each service type is then transferred to a separate
flipchart or pin board and brainstormed with respect to eight potential vari-
ations (white boxes). Mentoring could, for example, be provided by faculty
staff or former students. The advantage of the method is that it supports the
4 For more information on these methods, see for example Higgins, J. M. 2005. 101 Creative Problem Solving Techniques: The
Handbook of New Ideas for Business.
26
Phase 2: Generation and Evaluation of Service Ideas
Figure 10: Lotus-

blossom template 1 2 3 1 2 3 1 2 3
8 A 4 8 B 4 8 C 4
7 6 5 7 6 5 7 6 5
1 2 3 A B C 1 2 3
8 H 4 H D 8 D 4
7 6 5 G F E 7 6 5
1 2 3 1 2 3 1 2 3
8 G 4 8 F 4 8 E 4
7 6 5 7 6 5 7 6 5
creation of different service varieties to address one specific opportunity. The

Lotus Blossom is best done in a workshop with mixed competency teams.
Another valuable tool for the generation of service ideas is the Customer
Activity Cycle provided by Vandermerwe (2000). It helps to visualise the cus-
tomer process from the beginning to the end of contact, thus enabling the
definition of services that could make this process more smooth and user-
friendly. Figure 11 below is an example of service ideas for a doctor’s patients,
derived from the patients’ usual activities with the doctor once the first
symptoms of an illness are experienced.
The Customer Activity Cycle considers three phases of provider’s interaction

with the customer:
– A Pre-Phase where customers only have tentative contact with the service
provider and collect information on potential services. This information
itself is also part of the service portfolio and could provide new service
ideas (such as new marketing channels and other information material,
etc.). The phase results in the first contact between the customer and the
service provider.
– A During phase in which there is intense interaction between the provider

and the customer. In this phase, customers make use of the key services
provided (such as new diagnosis methods and alternative treatments).
27
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Figure 11:
Customer activity
cycle (Source:
www.fit2solve.de, A patient:
based on Vander- •experience symptoms and
merwe 2000) •goes to doctor
-Early awareness
-Practitioner awareness
-Helpline, information sites A patient:
-Early and speedy diagnostics •receives diagnosis
•chooses treatment
•starts treatment
•organises supply
Customer •adjusts treatment
activity cycle
for a patient
A patient: of a hospital
•is monitored -Help line
•has next treatment -Peer support
•goes to doctor -Treatment-options educator
-Installation of equipment
-Telemedical monitoring -Personalised home care
-Remote prescription adjustments -Delivery services
-Maintenance and replacement of -Emergency
equipment
-Various relevant services
-Early diagnosis
– A Post-Phase, which is important for supporting a good customer rela-

tionship through feedback collection and post-contact support (such as e-
mail notification on necessary checkups).
In each of the phases idea generation is based on the customers’ requirements

at this specific point of the cycle. Teams struggling with the generation of new
ideas could try and first think about these needs and then come up with con-
crete service ideas. The method is very suitable for identifying services for a
specific group of customers.
28
Application of the Customer Activity

Cycle in Example 2 »University Campus«
A potential student:
•Looks for general info about university
•Clarifies specific questions
One of the major objectives of the uni- •Applies and receives confirmation
•Books trip and accommodation
versity could be to increase the number of University offers: •Arrives
-Info service A student:
international students. One way to achieve -24hrs support •Registers for courses
-Accommodation support •Goes to lectures
this objective could be improved student -Applicants’ guide •Uses different facilities
-Travelling support •Socialises
support and especially an enhanced infra- Customer
•Passes exams
•Graduates
structure for students on and around the activity cycle
for a foreign
university campus. To generate and collect student
University offers:
service ideas, the needs and requirements A student: -Registration portal
-Information facilities
of an international student going to a •Takes arrangements for
return trip -Events, party rooms
•Receives graduation -Safety, security
foreign university were classified in the documents -Cleaning and
•Studies further or works maintenance
customer activity cycle of figure 12. University offers:
-Information facilities
-Postal services
During validation, the Customer Activity -Communication platform
-Cooperation options
Cycle was applied in a one-day workshop.
A Trend Radar was used as a source of
Figure 12: Customer activity cycle on services for international
ideas for the brainstorming phase. An students
excerpt of the results achieved within this
workshop are summarised in Table 4.
Table 4: Results of Phase Student’s activities and needs University support

customer activity Pre-Phase: – Browse for information on university. – Multilingual information portal
cycle exercise Students plan their trip – Apply to university. – 24-hour-helpdesk (phone, instant
for international abroad – Look for accommodation at the messaging, e-mail)
students (excerpt) foreign university. – Travel support (e.g. visa support,
– Organise trip to foreign university. student rates for flights).
During: – Register for courses and attendance. – Online course overviews, online
Students have – Do exams. information on exam results.
arrived at the foreign – Use university facilities. – Security guards.
university – Use of libraries. – Hotspot facilities.
– Socialise with other students. – Peer-to-peer assistance.
– Graduate. – Organisation of social events
(get together, cookery courses, etc.)
Post-Phase: – Arrange return travel. – Alumni portal.
Students are back at – Get graduation documents. – Online student forums.
their home country – Stay in contact with co-students. – Goodbye package.
– Promote university to others. – Invitations to university events.
29
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5.2 Evaluate Service Ideas
After the generation and collection of service ideas, the objective of the next
task is to validate all ideas collected to find the most valuable ones. A good
tool to support the evaluation of service ideas is the Correlation Matrix, a
tool that allows a quantitative evaluation based on customer requirements. It
has its roots in QFD5, which describes, in a systemic approach, the different
steps needed to match all customer requirements. Table 5 below shows the
example of a Correlation Matrix for a guest flat offering.
Table 5: Correlation Location Size Furniture Techn. Cleaning On-site

matrix for the Equip. care
example of a guest Customer Weighting
flat (based on GdW requirements
2004); service are
Requ. fulfilment
Requ. fulfilment
Requ. fulfilment
Requ. fulfilment
Requ. fulfilment
Requ. fulfilment
prioritised according
Service value
Service value
Service value
Service value
Service value
Service value
to how they respond
to customer require-
ments
Low cost 3 *3 = 9 *9 = 27 *9 = 27 *3 = 9 *3 = 9 *1 =3
Spacious 1 *9 = 9
Comfortable 2 *3 = 6 *9 = 18 *9 = 18 *3 =6
Clean 3 *9 = 27
Within reach 1 *9 = 9
Close to the 3 *9 = 27
centre
Column sum 45 42 45 27 36 9
Priority 1st 2rd 1st 4th 3th 5th
The first step for the completion of the correlation matrix is the identification
of customer requirements. This can be done on the basis of the customer
activity cycle, for example, as described in the previous chapter. The require-
ments are then weighted according to their priority for the customers (1=
lowest priority, 2 = medium, 3 = highest). In the next step, the different ser-
vices are evaluated according to how relevant they are for these requirements
(1= low relevance, 3 = medium relevance, 9 = high relevance). The priority of
each service idea based on relevance and weighting is calculated by multi-
plying both factors. The bottom row of the matrix shows the final priority of
each service based on the score.
Another method for the evaluation of the attractiveness and profitability of a

service idea is the Innovation Portfolio Check. The idea of the method is to
answer the three questions »Is it real?«, »Can we win?« and »Is it worth it?«
5 QFD: Quality Function Deployment.
30
Figure 13: Innovation

Portfolio Check Occurrence of criteria: – – – 0 + ++
based on the RWW6
methodology (based
on Day 2007 and Can the solutions satisfy xx
x
www.fit2solve.de) customer requirements? x
Are components and

Is it real? characteristics of a solution well x xx x
defined?
Can we attain the solution with

xx x x
available resources?
Are our solutions competitive? x xx x

Can we win?
Is our company competitive
xx x x
enough?
Are the solutions strategically xx

x
reasonable? x
Is it worth it?
Are the solutions (considering
xx xx
the risks) profitable enough?
Energy consumption monitoring

Consulting on equipment
Shopping and delivery
Babysitting
for every single service idea, on a five-score scale. The ideas with the best
scores should be further pursued.
Both the Correlation Matrix and the Innovation Portfolio Check will result in a
list of service ideas to be implemented. The next task is to identify who will
provide the services. 6
5.3 Assess Competences
When considering new service concepts, it is crucial to determine whether the

facility management team developing the services can also offer them on their
own or if this should be done by a sub-supplier. A general contractor, for
example, offering a broad variety of services to their clients could decide that
the company-internal team dedicated to services should be responsible
for some of them, such as maintenance and cleaning, as they provide learning
opportunities for the company’s key products. Other services, such as catering,
could be a nice add-on for a full service package, but outside the capabilities
6 RWW: »Real«, »Win«, »Worth it«.
31
I3CON
and strategic scope of the general contractor such that it would be easier to
sub-contract them. A university may find that some services simply have to
be provided by an internal team dedicated to it, such as an online helpdesk, as
external providers will not have the necessary knowledge that is needed. It
could, however, include users (students) in a user involvement strategy or
cooperate with a call centre.
To make this decision, a Make-or-Buy Checklist can be helpful. Criteria could

include the following (Kämpf and Priehn 2007):
– Available resources (provider)

– Service costs
– Requisite flexibility and speed of the service provision
– Strategic relevance of the service
– Importance of specific knowledge for providing the service
A useful tool that provides visual support is the Make-or-Buy Matrix.

Figure 14 shows a sample matrix that distinguishes between insourcing, coop-
eration and outsourcing strategies. Services in this matrix are analysed with
respect to the strategic importance of a service and the number of barriers to
outsourcing the service. The latter may include factors such as a lack of com-
petencies or resources on the provider’s part, high transaction costs, high
service provision costs, etc.
Figure 14: Make-or-

Buy Matrix (based on
Reckenfelder-
bäumer and Busse
Strategic Relevance of Service
2003 as well as Ins

Kämpf, R. and o urc
Priehn, R. 2007) ing
Co
op
e ra
tio
n
Ou
tso
ur
cin
g
Outsourcing Barriers
(Lack of competencies, transaction costs, etc.)
32
The advantage of this tool is that several services can be placed in the matrix
at the same time to facilitate the identification of potential strategy bundles to
be outsourced (or performed internally).
Deciding on these criteria is not an easy task. Deep consideration of the pro-
cesses and resources involved (next steps) can provide valuable insights for this
decision-making process. In any case, the service development task of the
facility management team should not be finished at this point in the SEA if
they decide to outsource a new service. In order to know what kind of service
they need, it is useful to go through some of the steps of the next phase,
which looks at different service alternatives.
33
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6. Phase 3: Definition of Service Modules and

Default Combinations
In phase 3 »Definition of Service Modules and Default Combinations«, the

actual development of the service ideas evaluated and selected previously
takes place. All variation options of a service will be defined by, first, iden-
tifying single service elements (»modules«) and, second, pinpointing useful
default combinations (typical module combinations for specific user groups). If
the service is provided by the facility managers themselves, the underlying pro-
cesses for all service alternatives have to be defined, the resources clarified
and the marketing concept identified. If the services are sub-contracted, this
step will end with a detailing of the service alternatives to be provided and a
search for suitable partners to provide the services. The final providers of the
service will then, of course, also have an impact on how the services are ulti-
mately offered.
6.1 Define Service Modules
As the first step in this phase, each service to be offered has to be divided into
different service modules, i.e. alternative options for providing a service. For
an office’s childcare centre, this could constitute different levels of availability
(9 a.m. to 1 p.m. / 3 p.m. / 5 p.m.) or different levels of users (toddlers < 1 year
/ 1 to 3 years). An information helpdesk for foreign students at a university
could have different access media (phone / e-mail / instant messaging), which
again could be available at different times. Cleaning services, another
example, usually include elements done every day (garbage disposal), some
done once a month (vacuuming) and some a few times a year (window
cleaning).
At the end of this step we should have a table clearly defining the different
service elements to be offered. This can be based on just a brainstorming
exercise in a facility management team workshop. Usually, good categories to
start with for user-related services is to look at the different user types to be
addressed, the scope (or quantity) of the service, its quality and its availability.
Catering service packages, for example, usually vary according to user groups
(for example business versus private catering), the service scope (just food,
food & beverages, etc.) and the service quality (different menus). Car sharing is
usually offered on different quality levels (car types), to different user groups
(student versus business rates, public transport user rates) and with different
service scopes (fuel included/excluded, etc.). Helpdesks often distinguish
34
Phase 3: Definition of Service Modules and Default Combinations
service levels according to availability. This may not only include time restraints
(e.g. 9 a.m. – 5 p.m. Monday-Friday versus 24/7), but also communication
systems (e.g. phone versus e-mail). Some consider different user groups (e.g.
calls from customers versus external staff). Most existing services are detailed
with respect to at least two of the categories mentioned, as the examples for
catering and childcare given in table 6 below show.
Table 6: Potential Users Scope Quality Availability

complementary (frequency)
user-related Service Types
services. Catering Office workers 10 meals Meat menu Daily (12 am)
Veggie menu
Visitors Small menu Meat menu On-demand
(< 10 meals) Veggie menu
Large menu Meat/veggie menu mix
(> 10 meals)
Child care Office workers Kids from Supervising and lunch Daily (9–12)
1 to 6 years Daily (9–5)
Visitors Kids from Supervising and lunch On-demand
1 to 6 years (during business events)
… … … … …
Building services can be modularised by considering different building

elements (instead of user types) plus their respective scope, quality and avail-
ability. Cleaning usually varies according to the service scope provided, i.e. the
number, size and kind of objects cleaned (e.g. just windows versus windows
and floors, office rooms < 150 sqm versus > 150 sqm, etc.). Other aspects are
the frequency/availability of the service (e.g. weekly, monthly, on-demand) and
the service quality (e.g. cleaning windows including/excluding the window sills
and frames). Another dimension is related to the room types or material types
(e.g. wooden/stone/carpeted floor), i.e. the building element. Security services
can include different levels of availability/frequency (e.g. patrol times of service
staff, video surveillance times). The building elements guarded may also vary
(e.g. patrols inside or outside a building). And there can be differences in the
scope of the service (e.g. patrolling versus simply checking lights and locking
doors). Maintenance services can vary according to frequency/availability (e.g.
weekly, monthly, yearly inspections), the service scope (e.g. functional/leakage
checks) and the building elements (kinds and number of rooms/equipment
checked in the inspections). The service quality could be an additional
dimension (e.g. just inspections or also coordination of repairs needed, devel-
opment of maintenance plans, etc.). The table below shows an example for
cleaning and maintenance services.
35
I3CON
Table 7: Potential Building Scope Quality Availability

complementary elements (frequency)
building-related Service Types
services Cleaning Floors (carpet) Per 50 sqm Vacuum cleaning Monthly
Floors (parquet) Per 50 sqm Vacuuming & mopping Monthly
Windows Per 50 sqm Just window glasses Weekly
Glasses, frames & sills Monthly
Maintenance Heaters Per room Checking Quaterly
Replacement Every 5 years
… … … … …
It is not crucial at this point to exactly define if, for example, the different
menu sizes of a caterer are different scope or quality levels. The main purpose
of thinking in the four categories is to come up with variations to a service
element. Both analyses (user services and building services) should consider
each building functionalities to be addressed, as some buildings may require
different services than others (a school will have different cleaning cycles than
an office).
To support the brainstorming process, a number of tools are available. The

Morphological Box is a method that first splits a problem into various com-
ponents to then generate alternative solutions for each component. The
method was developed in the 1960s by Swiss astrophysicist Fritz Zwicky
(1898–1974). It is a well-known method applied in various sectors and for
various purposes. A big plus of the concept is the ease of use and its excellent,
illustrative support for brainstorming.
A Morphological Box starts with listing the main parameters of a service.

These parameters may again be identified by considering scope, quality and
availability. A caterer could, for example, use »types of meals« as a category
and »number of meals«.
In the next step, a table is drawn that uses the parameters as row headings.
The team working on the box then brainstorms on different attribute options
for each parameter. For example, »Meal types« could differentiate between
meat versus vegetarian meals, senior versus adult and kids meals or menus
versus buffets. Starting from one of the parameters in one of the rows, the
team working on the services now looks for a good match in every other row
to set up a complete solution concept for one specific user group or building
element. The potential matches identified are connected by lines or threads (if
pinned to a board, see table 8 below).
36
Table 8: Example of Menu size Small Medium Large Buffet Breakfast …

a morphological Menu quality Vegetarian Meat Mixed Vegan … …
box for an office
Menu type European Asian US … … …
building (catering
service) Add-on Delivery Servicing Dishes Decoration … …
Availability Breakfast Lunch Dinner … … …
Another useful concept is the Value Curves method based on the »blue
ocean strategy« concept of Kim and Mauborgne (2005). Value curves are a
useful concept to come up with service alternatives based on customer needs.
Existing services are analysed to identify typical service elements. A brain-
storming exercise to increase/decrease the performance of single elements or
add/delete elements themselves can help identify ways of differentiating one’s
own service portfolio from those of competitors.
In the first step, the main features of existing offers in the market are ident-
ified and placed as a so-called »value curve« on a »strategy canvas« according
to their level of performance. The idea is not to detail every main offer on the
market, but rather to depict typical combinations. The matrix, as a first result,
gives a good insight into the relative performance of existing products in the
market. Again, thinking about the scope, quality and availability of a service
helps to identify the features to be considered.
In a second step, a new value curve is created for the service to be offered. In
doing so, the performance on some of the factors should be increased or
reduced, in comparison to others. Some factors could be added as new service
element, some could be deleted as the key user groups do not really need
them.
Figure 15 provides an example of a value curve for a new energy monitor.

Some of the existing monitors (the ones to be put in between electric
household devices and power sockets) are rather expensive, with a high level
of information details given and high security standards. Their data are very
correct, but the applications are not easy to use as they have to be pro-
grammed before use. Low-cost alternatives are more easy to use, but provide
less information which is not always correct. Safety aspects are sometimes also
a problem (devices get too hot). A new service concept could now be that the
manager of a social housing project offers high-quality devices to the tenants,
which are easy to use, safe and provide accurate information, but not a high
level of detail. The devices could be rented to tenants for the price of low-cost
alternatives for a test period of several weeks. A post-test analysis of the test
results including a consultation on energy-saving options could be a perfect
add-on to the package.
It is important to perform this exercise with clear user groups in mind, as the
idea of a value curve is to identify the optimum mix for a specific group of cus-
37
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Figure 15: Value high

Curve example for a
new energy monitor energy
monitor 1
performance
level of
new
monitor
energy
monitor 2
low
use
ease of
level of
info details
costs
purchase
consulting
costs
post-test
rental
of data
correctness
security
tomers. If more than one user group is considered, different curves should
therefore be created. Considering the university campus application example,
the result could be one value curve for international students and one for
international lecturers. The former would definitely rate some service aspects
higher than the latter.
Deciding on the number of service modules is a crucial task when developing

the service configuration, as too many options will make it impossible for cus-
tomers to decide on the best alternatives for their needs. Too few options
again may result in a service offering that does not really fit the needs of the
different customer groups addressed. Piller and Stotko (2003) present some
guidelines on how to decide on the number of modules. The following Modu-
larisation Checklist is an extract of their list.
– The span of varieties depends on the number of customisation dimen-

sions. If there is only one dimension, e.g. different designs of a bag, a high
number of configuration options could be needed to demonstrate the USP
of a product.
– The configuration tool used is also decisive for a product’s span of var-
ieties. The more varieties there are, the better the process of guiding a user
through the configuration should be, including suitable visualization of,
and advice on, available options.
38
– Another key criterion is the client’s level of expertise with the product/
service. Customers used to a choice of different options will more easily
cope with a large range of options than new customers.
– For physical products, the (technical) feasibility is another aspect to take

into account. This aspect could relate to the input dimension of the service
portfolio, i.e. the processes and resources required. A certain number of
process varieties could be well within the scope of a service provider; too
many varieties could make them too complex to still be managed in an effi-
cient way. Too many resources could be too costly to maintain.
6.2 Create Default Module Combinations
The previous step has focused on how single service types could be differ-
entiated by creating service alternatives. The way to do so was to look at
single service elements that may be exchanged for another.
The objective of the step in this chapter is to create typical default combi-
nations for different user groups. This includes the development of a typical
set of services so that a general contractor could, for example, offer a combi-
nation of cleaning, maintenance and security as a typical minimum package
for office buildings. In addition, the different elements of each service have to
be combined intelligently so that the general contractor will, for example,
offer either weekly or monthly cleaning in this minimum service package.
Default combinations are usually defined by using one or two dimensions and
building suitable packages around them. Car sharing initiatives, for example,
usually put user types first, to then define suitable service bundles for each
alternative user type. Students, for example, could pay a different rate for
certain booking times and distances covered than business people. These final
costs could, in addition, vary according to car type.
Helpdesks, in contrast, often distinguish between service times. There could

be different communication options related to service times (e.g. phone only
from 9 a.m. to 5 p.m., e-mail 24/7). These options could again be detailed
according to user groups.
39
I3CON
Development of Default Combinations in

Example 2 »University Campus«
In the university campus example, a helpdesk for

international students and lecturers could include
different service modules (elements), such as
different means of communication (e-mail, chat,
etc.) and different scales of content (general
information, subject-specific information, etc.).
In the validation test, these modules were com-

bined according to availability (see screenshot on
the right). Some modules are available from
9 a.m. to 3 p.m., some 24 hours. The two are
available for students as well as lecturers. In
addition, a specific combination was made for
lecturers only, which includes additional com-
munication means (videoconferencing).
The exercise was done on the basis of the next

tool presented, the Kano Model. In the
workshop, one diagram was created for the stu- Figure 16: Sample default combinations for a
dents, one for the lecturers. As a result, it was university helpdesk
more easy to decide which services would be
considered by both of the groups as absolute
core services and which would be a big (unex-
pected) service plus.
In order to find suitable default combinations to be offered, it is important to

have a good understanding of the customers’ requirements and their appreci-
ation of different services. The Value Curve Method detailed in the last chapter
provides a good basis for this, as new curves can be analysed to find service
elements that can be grouped, for example, as a standard offer for different
user groups in contrast to those offered just to some user groups.
Another suitable tool for identifying default combinations is the Kano Model
of customer satisfaction. The Kano model can be applied to get a clear
overview of the »performance levels« of the service (element) a customer
expects, and thereby to prioritise services (elements) within the portfolio. The
Kano diagram (see figure below) includes two axes: »fulfilment of customer
requirements« and »customer satisfaction« in order to differentiate between
basic, benefit and inspiration services. All services of a portfolio (or elements
40
of a service) are placed in the diagram according to the customers’ real or

expected reaction to positive and negative performances: How would cus-
tomers react if the service (element) was available and provided very well?
How would they react if the service (element) was missing or provided very
badly? The three service types can be identified on the basis of these ques-
tions:
– Basic service elements are at the core of a service, while basic services are
at the core of a portfolio. Both are critical as customers would be very
unhappy if they were not performed correctly. However, customers are not
enthusiastic about excellent performance in these areas (they simply expect
them to be done).
– Benefit services are required for good performance. They are expected by
the customer whose satisfaction increases the better the services are pro-
vided, and decreases the worse they are provided.
– Inspiration services go beyond the current customer expectations and are

able to create real enthusiasm. Customers will not be unhappy about their
lack (as they do not expect them), but highly content if they are done well.
Inspiration services usually change their status into benefit and finally basic
services over time (as customers get used to them).
Figure 17: Kano Customer inspired

model of customer Benefit services
satisfaction - articulated
Operator models - specific
(Source: BPS 2005) Inspiration services
- quantifiable
- not articulated
- technical
- customer tailored
- inspiring
Tele-Service Complaint management
Onsite service
Vendor management
Fair dealing inventory
Requirements Requirements
not fulfilled over-fulfilled
Fast delivery User/ operator
of spare parts Detailed training
documentation
Friendly and competent

service personnel
Spare parts
management Basic services
- implicit
- self-evident
- articulated
- apparent
Customer dissatisfied
41
I3CON
An important lesson of the Kano model is that different user groups will have
different preferences with respect to service elements (and services), so that
their diagrams will differ. Considering these differences is a valuable step for
identifying suitable combination packages for different groups.
The Service Potential Portfolio

technique is a tool that is specifically
useful for B2B (Business-to-Business)
service providers, such as in appli- All-in-one Niche/
Service Complexity
carefree cost-optimised
cation example 1 »Office Building«.
packages services
For example, it can help a general
contractor to identify which services
should be offered to a specific cus-
tomer group and how this should be Standard Optional:
done. The tool offers a four-field packages User
matrix based on two scales that con- (basic services) involvement
siders the »(level of) service com-
plexity« of a service, on the one
hand, and the level of »customer Customer Know-How and Readiness
knowhow and readiness (to perform
the service)«, on the other (see Figure 18: Service potential portfolio
(based on BPS 2005)
figure on the right).
Services can be classified according to these two dimensions and accordingly

be placed into one of the four fields of the tool. In field 1, customers can
perform the services themselves and are willing to do so despite the service
complexity. Services in this field could be offered if specific know-how in the
service area is available (such as niche services) or if cost reduction options can
be provided. In field 2 (high complexity, low know-how/readiness), customers
depend on external know-how and therefore welcome complete »carefree«
service packages. Field 3 (low level of know-how/readiness and complexity)
will benefit most from packages offering a set of typical basic services. Field 4
services (low complexity and good know-how) are hard to be tackled, as cus-
tomers will have the necessary knowledge to master the low-complexity ser-
vices themselves.
If applied to a B2C (Business-to-Customer) service provider, such as in the

social housing and the university campus example, the portfolio has to be read
the other way round, i.e. the facility managers should look for carefree
package providers when outsourcing complex services they are not familiar
with. Field 4 services for this user group could be analysed for a user
involvement strategy. Some social housing projects, for example, involve users
in minor maintenance and cleaning services.
42
Now that suitable services, service modules and default combinations have
been identified, they need to be developed in more detail. An in-depth
description of this development is provided in the following chapters.
6.3 Specify Service Processes and Resources
The objective of this step is to specify the processes and resources necessary
for the provision of services. A tool that is able to support this specification
is the Service Blueprint. A service blueprint is a presentation of the chro-
Application of the Blueprinting Method in Example 3 »Social Housing«
The social housing example test resulted in the development of a new service concept, a half-
day seminar with a consultant on energy-saving options for tenants. A service Blueprint
helped to define underlying processes and necessary resources in more detail (see figure 19).
Decision to
Customer
Participate Give
Read participate & Receive
in feedback on
announcement registration for confirmation
the seminar the event
the seminar
Line of external interaction

Service personnel +
Communicate Collect
Confirm
appointment feedback from
registration
customer
to tenants tenants
Line of visibility Possibly

revise
Service personnel
the concept
Collect
Elaborate Agree on
registrations & Collect &
concept for appointment
communicate analyse
seminar / with Feedback
participants’ feedback
training consultant to the trainer
details
on user
acceptance
Line of internal interaction
Support processes
Prepare Receive
Confirm Give
the materials/ Conduct feedback &
the availability feedback
contents seminar take actions
on the day on the event
needed if needed
Figure 19: Service blueprint for a new service in the Margaritas building
43
I3CON
nological sequence of activities in the process of service provision, comparable

to a process flow diagram (see figure below). The big plus of this tool is that
the activities are classified according to their visibility to the customer: Some
service activities are performed by the customer alone (line of external inter-
action), some by customer and service provider together (line of visibility),
some by the service provider alone and some by the service providers collabor-
ating with internal teams (line of internal interactions). The blueprint helps to
get a good understanding of the different activities involved in a service and of
how customers will (or will not) perceive them. Valuable additional
information, as some of the steps not noticed by a customer may require some
communication activities to keep customers on track of developments.
A Process Flow Diagram (PFD) is a

diagram that illustrates the sequence of Start
the different process steps in the provision
of a service. It highlights the start and end
points, steps in the process and decision Process
points. Additional information, such as step
documents and databases to be used, can
also be included. Process
step
Process Flow Diagrams and Blueprints can
be enhanced by an analysis of the Process
resources needed to perform the services. step
A Resources Matrix details the necessary
human, operating and IT resources for
each element of a service (see example Yes
Decision?
below for details).
No
Process Process
step step
Figure 20: Process flow diagram

(source: www.rff.com/process-flow-
diagram.htm)
44
Application of the Resources Matrix in Example 3 »Social Housing«
The resources necessary in the different process steps of the Service Blueprint prepared for the
social housing example were further specified in a Resources Matrix. Resources are defined for
the preparatory phase, the marketing phase, the actual supply of the service and its subse-
quent assessment (see table below). Resources were detailed according to employees, oper-
ating resources and IT.
Table 9: Example Providing environment Employees Operating resources ICT

of a resources
Conventional phone
matrix for an
External consultant
Service personnel
Internal database
information day on
energy saving
Equipment
Furniture
Premises
………
………
Internet
Intranet
Hotline
Information on the event X X X X X X
Information on the consultant X X X X X X
Consultancy/training concept X X X X X X X
Equipment check (individual) X X X X X X
Marketing
Information on homepage X X X X X X
Leaflet at building entrance X X X
Application forms X X X X
Supply of service
Half-day face-to-face seminar X X X X X X
Equipment check in a flat (individual) X X X X X X
Assessment
Feedback collection from tenants X X X X X
Feedback collection from consultant X X X X
……… X X X
6.4 Elaborate Marketing Concept
The marketing concept aims at providing a framework for communicating a

service combination to its target group. For most services, especially in the
construction industry, the price of a service is one of the major factors. For its
definition, different factors have to be considered. This includes the internal
costs of the service proposition, the requirements situation, the customer
view, the competitive situation and the corporate objectives (figure 21).
45
I3CON
Figure 21: Factors

which influence Internal (functional)
the price (see costs
www.fit2solve.de)
Requirements Customer
situation Price view
Corporate Competition
objectives situation
In order to set a suitable price for a service (and its different alternatives), all
five aspects have to be considered. The following Service Price Check helps
to cover all these aspects.
– Traditional accounting methods can help to analyse the internal costs of a

service; Blueprints and Resources Matrices also offer good support.
– The requirements situation (how strong is the demand for the service?)
can be addressed by considering market analyses.
– The customer view (what are customers willing to pay?) can be analysed
in discussions or interviews with customers. This is not an easy task, as cus-
tomers are often unwilling to talk about, or unaware of, the real price they
might pay for the service.
– Assessing the competitive situation involves a market analysis that looks

at substitute service offers from competing providers.
– The pricing strategy as a whole has to fit the overall corporate objectives
(low-cost provider, high-quality provider, niche service provider, etc.) and
the position of the service provider in selected markets.
The marketing concept not only has to determine the price of the service, but
also has to provide a communication concept on how to address potential cus-
tomers (distribution channels, marketing media, etc.). This should be done in a
thorough analysis of the key customer groups: How can they be contacted in
the best possible way (Internet, flyers, newspaper ads, etc.)? What kind of
information will they be specifically interested in (costs, benefits, references,
etc.)? And how should it be presented (detailed, simple, etc.)?
46
Phase 4: Configuration of Customer-Specific Solutions
7. Phase 4: Configuration of Customer-Specific Solutions
Phase three ends with the facility manager’s complete service portfolio. At this
stage, all services are available, both self-provided and sub-contracted ones.
The customer comes into action in phases four and five. Phase four starts with
the customer selecting the service in a configuration process, supported by the
facility manager. This includes the identification of the services needed and the
decision on which service alternative to choose for each service type. The
process could be done in a face-to-face situation between the facility manager
and customer, using printed and/or online documents (and databases). Final
users selecting the services they need could also do this on their own on the
facility manager’s homepage.
A general contractor could, for example, offer different services (and service
alternatives) to their customers (developed in phases one to three). One of
these customers, an advertising agency (office example), could discuss service
options with the general contractor (phase four) when planning a new
building. The contractor will offer its overall portfolio and help the agency to
identify the best combination of services (and service alternatives) for its par-
ticular purposes.
A social housing provider could have applied phases one to three to develop
new services needed by the housing objects under its responsibility: childcare
and catering. In phase four, the task of the social housing provider is to
support the service selection process of their customers (the building users) in
the best possible way.
At the same time, the service provider will collect feedback on the services
selected by the customers: What are typical service combinations chosen by a
specific customer type? Do customers mention an interest in services not
offered so far? Collecting this information will help to see if the services (and
the default combinations) developed in step three match the needs of the cus-
tomers.
7.1 Customise Service Solution
Phase four starts with the facility manager offering his service portfolio to the
customers. The customers select the service (module) combinations according
to their needs in a configuration processes supported by the facility manager.
This step needs to be carefully prepared, as it is not easy for customers to
identify the optimum service mix. They cannot always present a list of required
47
I3CON
services and how these services need to be provided. One of the reasons for
this is that customers are often not even aware of all the options available in
the market. In addition, some customers may not be familiar with some ser-
vices yet, so it is hard for them to specify the requisite frequency and quality of
the service, for example.
A typical configuration process will start with a short assessment of the cus-
tomer data (see figure below, blue boxes). This will include information on the
building functionalities (office/school, etc.), the user types (full-time/part-time
workers, etc.) and the building design (square metres, number of floors, etc.).
The assessment could be conducted in an interview or an online question-
naire. The next step will be to propose the service portfolio offered by the
facility manager. This will include presenting the various service types. In the
next step, a typical combination of services for the specific customer type
should be offered (for example »cleaning« and »maintenance«). For each
service type, this offer should include information as to how the service should
be provided, i.e. the specific configuration of the service (»monthly« cleaning).
Alternative options should be highlighted (»weekly« cleaning).
Figure 22:
FM services configur- Customer contact
ation process (based Provider (prov.) guiding
on Piller 2008) customer (cust.) through process
Assessment (prov.)
• Building functionality
• User type
Customer data
• Building design
Proposition (prov.) Optional:

Feedback to
Storing of customer data
• Service type options building design

Available service types • Proposed service types
• Proposed service configurations
Feedback
• Alternative choices
Selection (cust.)
Available serv. modules • Required service types
& default combinations • Required service configurations Optional:
Adjustment
FB
Visualisation (prov.) of selection

• Configuration and visualisation of
Selected option
complete solution
Decision
Service contracts
48
The customer now selects the service types (and configurations) according to
his/her needs; the result is presented in a visualisation of the complete sol-
ution. At this stage, service contracts can be concluded if the customer is
happy with his/her choice. If not, the configuration could go back to the
selection of service types (and configurations) to enable a change of choices.
In some cases, service options discussed and decided on may also have an
impact on the building’s design. Security services may, for example, require the
installation of cameras. Catering could require specific premises. There is thus
a second, optional feedback loop to the building design.
During the configuration process, the facility manager uses his/her

information database to support the process and collects customer
information as new input to it (figure above, grey boxes). Data provided
include the facility manager’s overall service portfolio and the default combi-
nations offered for this customer group. Data collected include general cus-
tomer data such as the building functionality, but also the final service choices
made.
The following Configuration Checklist presents an overview of the tasks to

be considered in a service selection process (based on Piller et al. 2003a).
– Presentation of the company and its competencies. The configuration

process is the first point of contact between the customer and the facility
manager. It is therefore important to start by presenting the FM team in a
suitable way.
– Presentation of the company’s complete solution portfolio. As ser-

vices are intangible, it is hard to illustrate them properly. It is, however,
important to give customers a good overview of the complete service port-
folio offered right at the beginning of the configuration process, by means
of illustrations, descriptions, etc. In a face-to-face consulting process, this
overview (as well as the general profile of the facility manager) could
already be offered before customers actually turn up to discuss options (for
example on the homepage or in a flyer).
– Identification of standard configurations. One of the core tasks of con-

figuring is to start with a suitable basic configuration. This aspect can dra-
matically reduce the complexity of the process for the customer and ensure
that the offer optimally fits both the customer’s and the provider’s needs.
– Customer-specific consulting. Suitable configuration processes excel in

capturing clients’ needs. Customers are not always aware of what form a
suitable service package for their needs should take, nor can they always
articulate their needs explicitly (the so-called »sticky information«). Thus,
the facility manager should always ensure that support is provided in iden-
tifying and explaining suitable choices for a specific customer. This step
49
I3CON
Pu
rch
Presentation of the as
company and its ing
Generation of competencies pr
aggregated customer oc
Presentation es
know-how of the company‘s complete s
solution portfolio
Surrogate solutions.
Identification of
Key tasks of a standard configurations
Support in entering configurator

customer data
Customer-specific
consulting
Visualisation
Guiding through the
configuration process
Plausability checks and

Creation of a flow
solution completion.
experience.
Figure 23: Key tasks in the service configuration process (Piller et al. 2003a)
could, for example, include showing standard configurations and/or best

practice solutions of similar clients.
– Guiding through the configuration process. In the configuration, the

facility manager should guide the customer clearly through the different
steps of the process, from a customer’s perspective. This means that the basic
steps in the configuration should be explained, along with their output.
– Creation of a flow experience. So-called »flow experiences« emerge if

customers feel that they actively design their own solutions in the configur-
ation process. To make this happen, the configuration process should not
be too complex, and should provide prompt visualisation of the configur-
ation results, for example through an online or print overview of the port-
folio options selected.
– Plausibility checks and solution completion. The configuration process

should include both plausibility checks and some sort of auto-completion
of a solution to ensure that every configuration process will result in a
feasible, complete concept. For FM services, this means that there should
50
be a final check as to whether all service categories necessary for the spe-
cific building functionality and each user type have been addressed in one
way or another. It could also mean highlighting choices that are very rare or
unusual.
– Visualisation. Good visualisation is key to all configuration processes –

both product-related and service-related – as the final product is not
available at the time of purchase. The visualisation aspect is often the most
difficult task of configuration.
– Support in entering customer data. Users often refrain from entering

personal data in configuration processes. This implies that this process not
only has to be as easy as possible, but also that it has to demonstrate trust-
worthiness.
– Surrogate solutions. As the final service package is not available to users

at the point of purchase, users need some sort of illustration of the solution
finally agreed upon which they can take home. This surrogate could be a
paper printout detailing the solution, for example. If customers have to
wait for some time before the provision of service commences, there
should be an automatic update on the status of their order.
– Generation of aggregated customer know-how. Facility managers

should collect and analyse the information in each configuration process to
discover how they can improve their service portfolio (and the configur-
ation process): What do specific customer groups typically select? Which
new services have some customers asked for?
Configuration of Services for Advertising Agency in Example 1 »Office Building«
The configuration of a customer-specific solution was tested in the »office building« example.
An advertising agency plans a new building together with a general contractor, and also starts
discussing related service offerings.
The first step in the service configuration stage is the collection of key data on the agency (see
figure below). This includes data on the building functionalities, the user types and the
building design (CAD drawing of building design). The building in application example one is a
four-storey office building with an overall floor area of 4000 m2 (each floor comprising
1000 m2). There are two lifts and two main staircases, as well as two additional emergency
staircases in the immediate proximity of each lift. The building includes office rooms of dif-
ferent sizes as well as 3 kitchenettes and 3 conference rooms on each floor. Furthermore, it
has a large reception hall with a desk staffed from 7 am to 7 pm. There is no residential area
nearby that could offer restaurants, laundries, etc.
51
I3CON
The building’s main users are the agency’s designers (male and female), who have highly
flexible work schedules. Most of them are young (average age: 25), some have small children.
The main building visitors are the customers of the agency. The agency runs a number of large
marketing events each year to acquire new customers.
The service provider could offer repair & maintenance, cleaning, security and catering services
as a standard set of services for office buildings. Because of the family status of the office
users, the provider could also choose to offer childcare services. Plant watering could be
attractive because of the flexible work schedules.
Agency contacts General Constractor
Assessment (general contractor)

• Building functionality: Office
• User types: Workers, visitors, etc.
• Building design: CAD-image + data
Repair &
Proposition (prov.) Maintenance
Cleaning
• Service type options Service

Plants watering Security
• Proposed service types Portfolio
• Proposed service configurations

Catering Childcare
• Alternative choices
Repair &
Cleaning
Maintenance
Selection (cust.)
Plants watering
Service
Security
• Required service types
Portfolio
• Required service configurations
Catering
Childcare
Visualisation (prov.)
Special events care Daily 8 to 5 • Configuration and visualisation of
Breakfast, lunch Dinner buffet
complete solution
(daily) (special events)
Decision
Service contracts
Figure 24: Potential complementary building-related services
The agency itself could decide that just childcare and catering are needed, as they have
another service provider for cleaning, security, etc. that already takes care of other agency
buildings. At this point they could, however, decide that they not only need the typical
package for the office users (childcare during main working hours, breakfast and lunch
catering), but that childcare and catering support would be excellent for their marketing
events. They would thus select these alternative service modules for their final configuration.
52
7.2 Collect Configuration Feedback
The last item on the Configuration Checklist is already part of the second step
in phase four. The collection and analysis of information in the configuration
process is a key success factor for the provision of a suitable service portfolio,
as only the continuous assessment and – if needed – adaptation of the service
offering can ensure that the portfolio fits changing user requirements. Adap-
tations can include the re-definition, extension or removal of service types
(and modules). The outcome of this step will be fed into the previous three
SEA phases when the service portfolio is updated.
53
I3CON
8. Phase 5: Services Operation and Assessment
In the fifth phase of the SEA Approach, the customised services are provided.
During service provision, feedback should again be gathered to gauge
whether customers are content with the services and if some services have to
be adapted. The findings of this step will be fed into phase four (to adapt the
portfolio selected) or the three previous phases of the SEA (to work on the
portfolio as a whole).
8.1 Operate Services
In the first step of phase five in the SEA, the services are provided to the cus-
tomers. The necessary processes and resources have already been set up in
phase three, and they are now put to work in this stage of the approach.
Service provision includes the coordination of the services, including both
those run by the facility managers themselves and the services outsourced to
sub-contractors. The actual operation of the services may be preceded by
some final tests with single users. Lead User Tests focus on multiple users of
the service type (or field) under consideration. For example, a new catering
Lead User Test of an Energy Use Information

Service in Example 3 »Social Housing«
One of the services developed in example three was a

tool informing tenants of their energy consumption (a
prototype of this tool was actually developed in the
I3CON project). In the SEA application example, the
tool is supposed to be provided by a supplier not only
installing the tool, but also informing users on energy-
saving options (leaflet) and offering information days
on the topic.
EMVS, Madrid’s social housing company which takes

care of the building, has – in the course of the I3CON
project – installed the tool in the apartment of one
(lead) user, who will test the tool over the course of the
next months. Feedback from this test phase is collected
via questionnaires (see figure on the right) filled out by
Figure 25: Questionnaire on energy
the user on her own. use information service (extract)
54
Phase 5: Services Operation and Assessment
service (breakfast) could be tested on an office customer already using the

existing service (lunch) to a large extent (i.e. large group of employees). The
customer to be considered should always be a long-term customer open to
service co-development and ready to offer detailed feedback on the test after-
wards.
8.2 Collect Service Operation Feedback
Feedback on customer satisfaction with the services can be collected by

various means. Interviews (face-to-face or phone) with single customers can
give very detailed insights into service aspects to be adapted, and are also a
very good channel for a free discussion on additional service needs. A good
choice is to contact representatives of typical customer groups at this point.
Surveys covering a large group of customers can be conducted via e-mail,
traditional mail or online. They help to get a broad understanding of the
general level of customer satisfaction, and can help to assess the demand for
new service offerings. A specific group of customers is invited to a feedback
and brainstorming session in what are known as Focus Groups. These groups
are an excellent tool not just for collecting individual feedback, but also for
initiating interactive discussion among the customers. This may help to get a
pulse on common problems and expectations. Future service ideas can also be
discussed in these groups, with the advantage that customers can mutually
comment and expand on each other’s ideas. Customer Complaint Analyses
should always be performed to get a good insight into user expectations. To
do so, customers need a contact point for questions, comments and com-
plaints (hotline number, e-mail address, etc.); the facility manager has to make
sure that all requests coming in through these media are registered for statis-
tical analyses.
It may also be helpful to conduct interviews and surveys, or hold focus groups
with the staff providing the service (own resources or sub-contracted com-
panies). They sometimes have a good insight into the customers’ satisfaction
with a service and may suggest ideas for service improvement. Just like in
product development, including suppliers in the development of a new service
is also often a good idea.
Performance Scans (see figure below) can support the assessment of the
feedback gained by means of interviews, surveys, etc. The scan draws on the
service categories defined in the Kano Model (see phase three) in distin-
guishing basic, benefit and inspiration services (or service elements). Basic ser-
vices simply have to be offered (and in a good quality), as customers expect
them as a basic part of a solution. They will, however, not be interested in any
over-performance of these services. Benefit services can make customers happy
(if well done) and unhappy (if badly done or non-existent). Inspiration services
surprise users, as they are not within the scope of a usual service package.
55
I3CON
Subsequently, poor performance or non-performance of a basic service

(element) requires immediate action, while inspiration services with low quality
may be addressed in future service portfolio adaptations. Over-performing
basic services should be reduced to minimise costs.
Table 10: Perform- Not-performed Performed Over-performed

ance scan for a Basic Emergency case: Beware and keep the Reduce costs: the level
technical service immediate action required level of performance and of the performance can be
(Source: BPS 2005) satisfaction decreased
Benefit Invest and improve the Keep the position ahead Enjoy your success ☺
performance of competitors, keep the
level of performance
Inspiration Develop and be creative Communicate the
performance (make it
public)
The results of the second step in phase five will present opportunities for
adding, deleting, extending or reducing services (and service modules) in the
service. The service portfolio will be adjusted in another round of phases one
to three, aimed at improving the service portfolio. A portfolio check (and
adjustment) should be performed at regular instances and when a specific
need arises (for example a new customer group).
56
Summary and Tools Overview
9. Summary and Tools Overview
The SEA process presented in this guide combines Service Engineering and
Mass-Customisation concepts to support facility managers in the structured
development of integrated service portfolios. The resulting portfolios will be
flexible enough to be customised to the needs of different users, while
selection options will be limited to the choice of a few, pre-defined service
alternatives. The guide presents the five steps of the process along with useful
tools for each of the five phases.
The modular design of the service alternatives supports brainstorming efforts

on the different options that are offered for one specific service, and the defi-
nition of typical variations for the main user groups. In addition, the concept
helps to clearly define the processes and resources involved in each service
alternative.
»Very often the roots of the difficulties lie in the fact that the services
offered by the companies are not clearly defined, i.e. there are no clear
descriptions of what the service entails, what the relevant processes are
and the resources required.« (Fähnrich and Meiren 2007: 4).
The following tables are the overview of the tools presented in this guide,
including the tools’ names, objectives, and references to where to find them in
this guide.
Phase 1: Identification of Service

Potentials
Step Tool Name Tool Objective Page

Describe building Market Segmentation Definition of the users 19
functionalities and use types
Summarise existing services Service Portfolio table Detailing of service types 20
Analyse service trends Trend Radar Summary of relevant trends 21
Identify service opportunities SWOT Analysis Identification of service potentials, 24
based on internal and external
factors
57
I3CON
Phase 2: Generation and

Evaluation of Service Idea

Generate and collect service Lotus Blossom Generation of service ideas based 26
ideas on discussion of alternatives
Customer Activity Cycle Generation of service ideas based 27
on customer activities
Evaluate service ideas Correlation Matrix Validation of service ideas against 30
customer requirements
Innovation Portfolio Check Validation of service ideas 30
according strategic considerations
Assess competences Make-or-Buy Checklist / Consideration of service provision 31
Matrix options
Phase 3: Definition of
Service Modules and Default
Combinations

Define service modules Morphological Box Brainstorming on service modules 36
Value Curves Method Identification of service modules, 37
based on a comparison of existing
services
Modularisation Checklist Decision on the number of 38
modules
Create default module com- Kano Model Identification of module combi- 40
binations nation options
Service Potential Portfolio Decision on suitable module com- 42
binations for different customer
types
Specify Service Process and Service Blueprint Specification of activities involved 43
Resources in service processes (customer
focus)
Process Flow Diagram Visualisation of process steps 44
Resources Matrix Analysis of resources needed for 44
running a service
Elaborate Marketing Service Price Check Definition of service price (con- 46
Concept sideration of the factors influencing
price)
58
Summary and Tools Overview
Phase 4: Configuration of
Customer-Specific Solutions

Customise Service Solution Configuration Checklist Development of a configurator 49
Collect Configuration supporting customers in selecting
Feedback their service mix
Phase 5: Service Operation and

Assessment

Operate Service Lead User Test Test of new service concepts with 54
dedicated customers.
Collect Service Operation Performance Scan Analysis of customer feedback, 55
Feedback analysis of service adaptation needs
59
I3CON
10. Outlook and Further Developments
As mentioned in the first chapter, the SEA approach presented in this paper is
built on a number of existing concepts and guidelines to come up with a
suitable concept for the construction industry. Future developments could
extend the SEA by adding more tools and templates or transfer it to another
service-intensive industry sector.
Further developments could also include the development of IT tools to

support this process, such as an online software tool presenting the different
phases and tools and providing printout templates for them. Another useful
tool could be an IT-based configurator for phase four in the SEA process. The
prototype for such a tool was developed in the I3CON project by the Swiss
company Perspectix (www.perspectix.com). The tool, »Building Services
Configuration Tool«, supports the visual configuration of user and building
services based on a building’s CAD design.
The basic idea of the Configuration Tool (see the figure below) is to associate
each building element with a set of service options. Floor and window types,
for example, are linked to cleaning services. Heater types are related to main-
tenance & repair services. Once the building’s CAD design has been entered
into the tool, it will list the options of every building element, so that cus-
tomers (supported by the facility manager) can easily select the services they
need. The tool offers an easy, intuitive configuration process that helps to
make sure that all important service types for a building element have been
considered.
For each building element, the tool will present different product and service
options and will then help to calculate the costs to be expected for each of the
elements. This will help to illustrate the differences between product and
service types: A carpet may be a cheaper product than parquet floors, but life-
cycle costs (cleaning, maintenance, etc.) associated with it might be much
higher.
60
Outlook and Further Developments
Figure 26: Perspectix Configuration Tool (screenshot)
61
I3CON
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Cover © Roman Sakhno – Fotolia: Melissa Morey del Castillo

1. Aims and Benefits of this Guide 5

2. Definitions and Scope of this Guide 8

3. How to Use this Guideline – The Five Phases 11

4. Phase 1: Identification of Service Potentials 19

5. Phase 2: Generation and Evaluation of Service

6. Phase 3: Definition of Service Modules and

7. Phase 4: Configuration of Customer-Specific

8. Phase 5: Services Operation and Assessment 54

9. Summary and Tools Overview 57

10. Outlook and Further Developments 60

1. Aims and Benefits of this Guide

The development of the construction industry from a traditional crafting

2000: Multi-Families 3-generation families 2010: Patchwork Society Extended

Figure 1: Households in 2000 versus 2010 (Zukunftsinstitut 2003)

The aim of this guide is to provide FM teams with an easy-to-use guide on

– develop suitable service portfolios for different user groups

Service Engineering is a concept for the step-by-step development of services,

»The housing industry already applies approaches on how to develop

2. Definitions and Scope of this Guide

Definition: (Facility Management) Services

»Services« are, in the context of this guide, understood as Facility

– Building-related services, such as maintenance, cleaning and repair.

Core services, i.e. obligatory services closely related to a building/

Figure 2: The I3CON

Facility Management (FM)

Co-Planning of FM services along with the building

Definition: Building Phases

In this document, the key construction phases of a building are defined as

– Definition phase, i.e. building planning and design.

Definition: Facility Manager, Service Provider

A »Service Provider«, in contrast, is the person or business entity who

Another term recurring in this document is the notion of »service engin-

Definition: Service Engineering and Mass-Customisation

Service Engineering in the context of this guideline is defined as a struc-

Mass-Customisation means the creation of a modular service portfolio for

3. How to Use this Guideline – The Five Phases

All of these potential stakeholders can benefit from the five-phase-approach

3.1 The Five Phases of the SEA

The I3CON Service Engineering Approach for Facility Management includes

Development of Service Portfolio Provision of Customer-specific Services

Phase one focuses on service opportunities for the building functionalities

3.2 How to Use the SEA

Building Functionalities & User Types to be Addressed

Feedback to Portfolio Development

Definition Production and

Figure 4: SEA as support for optimum co-planning of buildings and services

A construction company interested in offering optimum services along with

As shown so far, the SEA basically is a concept for designing mass-custom-

3.3 SEA Design – Modular Toolbox Concept

Development of Service Portfolio Provision of Customer-Specific Services

Generation and Definition of Configuration of Services

Describe Generate Customise

Summarise Create Collect Collect

Figure 5: SEA phases and steps

Development of Service Portfolio Provision of Customer-Specific Services

Service Ideas Service Modules

Figure 6: SEA’s modular toolbox

3.4 Practical Application Examples

Practical applications examples can help to get a better understanding of the